Why Lean for my Organization?

By: Jorge FloresJune-13

The first step to implement or enrich an Operational Culture in an organization it’s to understand & define:

Where are we going? Why do we exist in the Industry? Who are our customers? What do they expect from us (value)?

Understanding the Vision

Understanding the Vision

Ourcompany Today

Pull- Takt time

One piece flow

- Lean Sigma

Systematic Elimination of Waste

- Lean-Sigma

Why change at all?

Understand and believe that Lean Principles directly address core business problems (waste).

Without this there is no business case for lean. Without a business case, there is no

compelling reason for a leader (and theorganization) to change

Key principles of Lean

Customer Value

Understand Process

Establish Flow

Systematic Elimination of Waste(Lean-Sigma)

People

Actual conditionIn a production tour I identified plenty room for Continuous Improvement deployment.

I can recall these topics: Do the employees know or see the company Vision?

How can every employee support the company's vision on a daily basis ?

Visual Factory deployment not developed

Value Stream Map as Business tool for key decisions

Lack of Product, material & Information Flow

Standard work not in place as CI foundation

Organization members aren’t comitted to vanish processess waste

Couldn't perceived a strong employee commitment to learn and live lean

principles

Actual conditionContinue…

Machines & equipments down or not operating without a signal or status

Poor utilization of the available floor space

Lack of 5S’s on work stations

Tools aren’t arranged according to Production Plan needs & sequence

Customer expectations in terms of quality are not part of the standard operation

procedures

Accurate KPI’s aren’t visible nor available on floor shop for daily accountability

Can’t see Problem Solving or High performance boards at floor shop

Lack of SMED as operational estrategy to achieve OEE

Can’t see if the actual process cycle time it’s under the Takt time beat

And many others…

ProposalsLean Enterprise Culture Implementation

There are many facts to be consider, but like any system there are 3 main areas to focus during implementing Lean, these are People, Method (Know how) & the Infrastructure of the organization. Taking as baseline this fact I

will explain the milestones of the culture implementation in sequence:

Task By ToolCompile Company Vision Mangement Tougth Map, Coaching

Design a Roadmap to get there! Management Kaizen eventOperation System & Culture creation Management &

Lean leaderLean House, QFD &

KaizenLeadership engagement & Detailed work

PlanLean leader &

leadershipFormal training, Operation System Manual (deliverable)

KPI design & Implementation trough the organization to give direction

Lean leader & leadership

QFD Matrix or Score card

Daily Performance walk (Gemba) Lean leader & leadership

HPT & HPB

Creation of value based on customer voice Lean leader & leadership

CTQ, Value add analisys

Flow creation door to door Lean leader & leadership

VSM, SMED, Pull system, OPF, Takt vs C-

Time, FIFODaily culture change deployment Leadership 5S’s, HPT scheme

Continuous Improvement effort all over the organization (waste reduction)

Lean leader Lean-Sigma, Kaizen, PDCA

Redesign the Production cells, creating Lean leader & Kaizen

Questions, Comments, Suggestions

Feedback at:

consult.qce@gmail.com

There are so many men who can figure costs, and so few who can measure values...